scholarly journals “I am a Responsible Leader” Responsible Corporate Social Responsibility: The Example of Luxembourg

2019 ◽  
Vol 8 (1) ◽  
pp. 21-35
Author(s):  
Ursula Schinzel
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Responsible Leadership ◽  
Structured Interviews ◽  
Cultural Research ◽  
Culturally Different ◽  
Corporate Social ◽  
High Uncertainty ◽  
Specific Country ◽  
Responsible Leader

This article examines the links between responsible leadership and corporate social responsibility (CSR) in one country, the Grand Duchy of Luxembourg, a linguistically and culturally specific country, and how they are perceived to be enacted or not. The purpose of this study is to combine Hofstede’s cross-cultural research with a research on responsible leadership and CSR in Luxembourg, in order to determine if there are any particularities that apply only in the country. In this qualitative study from Spring/Summer 2017, 64 semi-structured interviews were conducted mainly in four culturally different categories. This study is combined with the results of a 2016 study “What is responsible leadership in Luxembourg.” Findings indicate that language is used as a key identifier, affecting CSR outcomes, and point to high uncertainty avoidance levels in Luxembourg as a possible reason for lack of change and innovation. Finally, the article discusses the various implications of the findings.

Responsible leadership and corporate social responsibility (CSR) in Luxembourg

2018 ◽  
Vol 26 (3) ◽  
pp. 415-431 ◽  
Author(s):  
Ursula Schinzel
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Responsible Leadership ◽  
Structured Interviews ◽  
Content Type ◽  
Geert Hofstede ◽  
Corporate Social ◽  
High Uncertainty

Purpose The purpose of this study is to determine if there is a link between responsible leadership and corporate social responsibility (CSR) in Luxembourg and also to determine Luxembourg’s specifics in the field of CSR. Design/methodology/approach This is a qualitative study. In total, 64 semi-structured interviews were conducted from January to August 2017 with four culturally different samples: Luxembourgers with Luxembourgish nationality, foreigners who reside in Luxembourg, cross-borderers and the rest of the world. Findings Responses from all four samples were similar on the one hand and quite contradictory on the other. Three groups were formed: euphoric respondents who said it is the authenticity of the leader and his modelling role in lived CSR; moderate respondents; critical respondents who deny any link between responsible leadership and CSR and claim for change and innovation, accusing the high Uncertainty Avoidance Index. In their opinion, there is an urgent need for managers to learn responsible leadership and CSR. Practical implications This paper contributes to the discussion on change and innovation in the field of leadership theory with particular emphasis on responsible leadership following Michael Maccoby, on multilingual and multicultural Luxembourg in the middle of Europe following Geert Hofstede and Edgar Schein and on CSR following Thomas Maak and Nicole Pless. Originality/value This study is a combination of research on responsible leadership and CSR in Luxembourg in connection with Hofstede’s cultural dimensions: high long-term orientation, high uncertainty avoidance and high collectivism (low individualism).

Defining the Socially Responsible Leader: Revisiting Issues in Responsible Leadership

2019 ◽  
Vol 27 (1) ◽  
pp. 5-20 ◽  
Author(s):  
David A. Waldman ◽  
Donald S. Siegel ◽  
Günter K. Stahl
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Theoretical Perspective ◽  
Responsible Leadership ◽  
Senior Executives ◽  
Senior Leaders ◽  
Socially Responsible ◽  
Divergence Of Opinion ◽  
Corporate Social ◽  
Responsible Leader

We renew an exchange of letters from 2008 regarding the meaning of responsible leadership, which applies to senior executives of firms as they attempt to engage in corporate social responsibility. An interesting aspect to this discussion is that, depending on one’s theoretical perspective, responsible leadership can be defined in multiple, somewhat disparate ways. We use the terms strategist versus integrator to characterize the most common delineation of responsible leader orientations. While the strategist orientation implies the planning and use of corporate social responsibility initiatives for the direct targeting of return on investment, the integrator orientation involves senior leaders’ use of corporate social responsibility to serve the interests of a range of corporate stakeholders. Although a divergence of opinion is expressed in our letters, we concur in our conclusion that more research is necessary to better understand these diverse orientations and their effects on organizations.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

Integrating corporate social responsibility into efforts to realize millennium development goals

2014 ◽  
Vol 10 (4) ◽  
pp. 314-333 ◽  
Author(s):  
David Katamba ◽  
Cedric Marvin Nkiko ◽  
Charles Tushabomwe-Kazooba ◽  
Sulayiman Babiiha Mpisi ◽  
Imelda Kemeza ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Millennium Development Goals ◽  
Participant Observation ◽  
Theory Approach ◽  
Structured Interviews ◽  
Content Type ◽  
Development Goals ◽  
The Government ◽  
Corporate Social

Purpose – The purpose of this paper is to present corporate social responsibility (CSR) as an alternative roadmap to accelerating realization of Millennium Development Goals (MDGs) in Uganda, even after 2015. Design/methodology/approach – Using a mixed research methodology, this research documented CSR activities of 16 companies operating in Uganda. Data collection was guided by quantitative and qualitative methodologies (semi-structured interviews with CSR managers, plus non-participant observation of CSR activities and projects linked with MDGs). Triangulation was used to ensure credibility and validity of the results. For data analysis, the authors followed a three-stepwise process, which helped to develop a framework within which the collected data could be analyzed. For generalization of the findings, the authors were guided by the “adaptive theory approach”. Findings – Uganda will not realize any MDGs by 2015. However, CSR activities have the potential to contribute to a cross-section of various MDGs that are more important and relevant to Uganda when supported by the government. If this happens, realization of the MDGs is likely to be stepped up. CSR's potential contributions to the MDGs were found to be hindered by corruption and cost of doing business. Lastly, MDG 8 and MDG 3 were perceived to be too ambiguous to be integrated into company CSR interventions, and to a certain extent were perceived to be carrying political intentions which conflict with the primary business intentions of profit maximization. Practical implications – Governments in developing countries that are still grappling with the MDGs can use this research when devising collaborations with private-sector companies. These documented CSR activities that contribute directly to specific MDGs can be factored into the priority public-private partnership arrangements. Private companies can also use these findings to frame their stakeholder engagement, especially with the government and also when setting CSR priorities that significantly contribute to sustainable development. Originality value – This research advances the “Post-2015 MDG Development Agenda” suggested during the United Nations MDG Summit in 2010, which called for academic and innovative contributions on how MDGs can be realized even after 2015.

scholarly journals Implementasi Islamic Corporate Social Responsibility (CSR) Pada PT. Bumi Lingga Pertiwi di Kabupaten Gresik

2015 ◽  
Vol 1 (1) ◽  
pp. 36
Author(s):  
Indra Kharisma ◽  
Imron Mawardi
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Practices ◽  
Case Study Method ◽  
Structured Interviews ◽  
Cooperation Agreement ◽  
Descriptive Case Study ◽  
The Social ◽  
Corporate Social

Implementation of Corporate Social Responsibility (CSR) is used later to improve the image of the company and its business existence. Instead of CSR to empower people its delude people with a profit motive. Islamic CSR is that CSR refers to business practices that have an ethical responsibility Islamically, companies incorporate Islamic norms characterized by sincerity commitment in maintaining the social contract in its business practices in halal lawful. This study aimed to reveal the implementation of Islamic CSR PT. Bumi Lingga Pertiwi Gresik.This study used a qualitative approach with descriptive case study method. The selections of informant are using purposive sampling method. Data collection was conducted by semi-structured interviews and documentation. Analysis of the data using descriptive method.The results of this study indicate that PT. Bumi Lingga Pertiwi has implemented Islamic CSR based on unity, caliphate, justice and broterhood by creating and running a cooperation agreement in accordance with sharia corridor, provide good service to customers, act fairly and avoid discrimination, provide assistance to the poor in the villages around, helping the development of education and worship, as well as participate protecting the environment by way of planting trees together.

scholarly journals Corporate Social Responsibility Program of BRI Peduli for Increasing the Image of PT Bank Rakyat Indonesia

2019 ◽  
Vol 1 (3) ◽  
pp. 120
Author(s):  
Yoyoh Hereyah ◽  
Hendra Ardiansyah P
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Environmental Sustainability ◽  
Limited Liability ◽  
Economic Benefits ◽  
Primary Data ◽  
Structured Interviews ◽  
Bottom Line ◽  
The Government ◽  
Corporate Social

Many companies that have been established are no longer just business-oriented efforts that are focused on maximizing economic benefits but have also carried out activities aimed at corporate social concern for the external environment in the social and environmental aspects, known as Corporate Social Responsibility. (CSR), which is a manifestation of the company's commitment to developing company profits indirectly and sustainably by paying attention to social responsibility and environmental sustainability in which the company is located. PT Bank Rakyat Indonesia (BRI) is one of the State-Owned Enterprises (SOEs) that runs CSR through the BRI Care program, where SOEs and Limited Liability Companies are required to carry out CSR programs established by the Government, especially in Article 74 of Law No. RI. 40 of 2007. This study aims to find out through the application of BRI Peduli CSR programs ranging from preparation, implementation to evaluation of BRI Peduli CSR programs capable of raising the image of PT BRI itself by using a qualitative descriptive research method where researchers use structured interviews with the Head of Section, Supervisor, and Executive Staff of PT BRI CSR, also non-participant observations to Al-Falah Mosque, located in Bendungan Hilir, zone 1 BRI Tower Central Jakarta as primary data, and through BRI Peduli's official website as secondary research data. The results show that BRI Peduli's CSR program has created a positive image for the community towards PT BRI through the implementation of the CSR program, from planning, implementation, to evaluations that have fulfilled the triple bottom line concept of CSR, people, planet and profit based on three CSR principles, namely sustainability, accountability, and transparency. Because of the vast scope of the environment that must be reached by PT BRI in carrying out BRI Peduli's CSR programs, running this CSR program in a sustainable and in-depth manner for implementation and facing obstacles in the implementation of BRI Cares CSR.. Keywords: CSR; BRI Peduli; company image

Business executives’ perceptions of responsible leadership and corporate social responsibility for stakeholders’ health and wellbeing

2022 ◽  
Vol 7 (1) ◽  
pp. 0-0
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Economic Recession ◽  
Business Leaders ◽  
Point Of View ◽  
Responsible Leadership ◽  
Health And Wellbeing ◽  
Business Executives ◽  
Corporate Social

Over the past decade, and especially after the scandals that occurred during the last economic recession, there has been a call for business leaders to pay attention not only to maximization of profit but also to corporate social responsibility (CSR). It is argued that responsible leadership can be an appropriate response to the diverse needs and challenges of a complex stakeholder society. The purpose of this explorative study was to investigate top business executives’ understanding of responsible leadership and their perceptions of CSR for stakeholders’ health and wellbeing. Key informant interviews were conducted with ten business executives representing a variety of sectors in East Central Sweden. Content analysis was conducted to detect patterns and categories in the data. business executives understood the role of a responsible leader to involve contribution, inclusiveness, and the creation of community and structure. They viewed CSR and stakeholders’ health and wellbeing largely from an organizational point of view, including their own.

Corporate social responsibility in hotels: a stakeholder approach

2019 ◽  
Vol 31 (6) ◽  
pp. 2297-2320 ◽  
Author(s):  
Anna Farmaki
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Analysis ◽  
Stakeholder Involvement ◽  
Tourism Industry ◽  
Structured Interviews ◽  
Content Type ◽  
Stakeholder Interests ◽  
Stakeholder Influence ◽  
Corporate Social

PurposeThis study aims to examine stakeholder interests in and influence on corporate social responsibility (CSR) implementation in hotels through an instrumental stakeholder theory lens.Design/methodology/approachSemi-structured interviews with 54 managers from several sectors of the Cyprus tourism industry were undertaken using purposive sampling.FindingsThere is a dominance of supply-chain stakeholder interests which in turn outline the CSR orientation of hotels, whereas stakeholder influence, largely shaped by the interdependent, multi-faceted nature of the tourism industry, conditions the implementation of CSR in hotels. Interestingly, stakeholder influence on CSR in hotels is not corresponding to stakeholders’ perceived saliency, indicating that stakeholder analysis needs to move beyond the consideration of salient stakeholders’ interests.Research limitations/implicationsAlthough the focus of this study has been the perceptions of tourism stakeholders in Cyprus, the exploratory approach adopted in the study sets the ground for further research to consider stakeholder issues regarding CSR in hotels from an instrumental perspective. In addition, insights from this study might inform practitioners in similar destinations.Originality/valueIn encouraging a holistic approach to strategic CSR in hotels, this study contributes a framework of stakeholder roles, emanating from stakeholder responsibility and stakeholder involvement in CSR in the hotel sector that will be of interest to both academics and practitioners.

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